A study of maggi brand repositioning and extension

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A study of maggi brand repositioning and extension

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A study of maggi brand repositioning and extension

  1. 1. TITLE: Maggi’s Brand Extension and Repositioning Subject: Product And Brand Management PRODUCT AND BRAND MANAGEMENT T E R M PA P E R P R O P O S A L A STUDY OF MAGGI BRAND EXTENSION AND REPOSITIONING I N T E R N AT I O N A L M A N A G E M E N T I N S T I T U T E , N E W D E L H I E X E C U T I V E P O S T G R A D U AT E D I P L O M A I N M A N A G E M E N T SUBMITTED TO:S U B M I T T E D B Y: 1
  2. 2. TITLE: Maggi’s Brand Extension and Repositioning Subject: Product And Brand Management ACKNOWLEDGEMENTWe hereby regard our sincere thanks to Prof...................., IMI New Delhi under whoseguidance this project was undertaken.We would like to thank our friends for their generous support and the respondents who gavetheir valuable piece of time for participating in the survey to complete the study. 2
  3. 3. TITLE: Maggi’s Brand Extension and Repositioning Subject: Product And Brand Management TABLE OF CONTENTS1. EXECUTIVE SUMMARY……………………………………………………………….…042. INTRODUCTION…………………………………………………………………………...053. MAGGI BRAND IN INDIA………………………………………………………………….054. BRAND STORY……………………………………………………………………………..065. PRODUCT VARIENTS……………………………………………………………….…….106. MARKET SHARE…………………………………………………………………………....117. RESEARCH METHODOLOGY…………………………………………………………....128. OBJECTIVE………………………………………………………………………………….129. RESEARCH PLAN…………………………………………………………………………..1210. DATA COLLECTION PLAN…………………………………………………………………1311. METHODOLOGY……………………………………………………………………………..1312. SURVEY RESULT…………………………………………………………………………….1413. SWOT ANALYSIS OF MAGGI BRAND……………………………….……………………1914. STPD ANALYSIS OF MAGGI BRAND………………………………….…………………..2015. CUSTOMER-BASED BRAND EQUITY PYRAMID (CBBE)………………………..……..2116. BRAND PRISM OF MAGGI…………………………………………………………………..2217. CONCLUSION………………………………………………………………………………….2318. RECOMMENDATION………………………………………………………………………….2319. FUTURE PLAN………………………………………………………………………………….2420. LIMITATION…………………………………………………………………………………......2421. APPENDIX-1(QUESTIONAIRE)……………………………………..……………………….25 3
  4. 4. TITLE: Maggi’s Brand Extension and Repositioning Subject: Product And Brand ManagementEXECUTIVE SUMMARYThe report entitled “A study of Maggi Brand Repositioning and Extension” deals with thestudy of Maggi brand that was launched in India in the year 1983, by Nestle India Limited,which became synonymous with noodles. This research paper tries to find a solution to a reallife problem of Maggi to launch its products as a Healthy Product. The introduction providesthe company background, operational & other important information provided by thecompany which would assist in taking the decision for the right brand extension strategy forMaggi. 4
  5. 5. TITLE: Maggi’s Brand Extension and Repositioning Subject: Product And Brand ManagementINTRODUCTIONThe industrial revolution in Switzerland in the late 1800s created factory jobs for women, whowere therefore left with very little time to prepare meals. This wide spread problem grew to bean object of intense study by the Swiss Public Welfare Society. As a part of its activities, theSociety asked Julius Maggi miller to create a vegetable food product that would be quick toprepare and easy to digest. Born on October 9, 1846 in Frauenfeld, Switzerland, JuliusMichael Johannes Maggi was the oldest son of an immigrant from Italy who took Swisscitizenship. Julius Maggi became a miller and took on the reputation as an inventive andcapable businessman. In 1863, Julius Maggi came up with a formula to bring added taste tomeals. Soon after he was commissioned by the Swiss Public Welfare Society, he came upwith two instant pea soups and a bean soup - the first launch of the Maggi brand of instantfoods in 1882 - 83. Towards the end of the century, Maggi & Company was producing notjust powdered soups, but bouillon cubes, sauces and other flavourings. The Maggi Companymerged with Nestlé in 1947. Today, Maggi is a leading culinary brand and part of theNESTLÉ family of fine foods and beverages. Under the Maggi brand, which is today knownworld wide for quality and innovation, Nestle offers a whole range of products, such aspackaged soups, frozen meals, prepared sauces and flavourings.MAGGI BRAND IN INDIAMaggi Comes to India – teething troubles Maggi noodles was launched in India in theearly1980s. Carlo M. Donati, the present Chairman and Managing Director of Nestle IndiaLtd, brought the instant noodle brand to India during his short stint here in the early eighties.At that time, there was no direct competition. The first competition came from the ready-to-eat snack segment which included snacks like samosas, biscuits or maybe peanuts, thatwere usually ‘the bought out’ type. The second competition came from the homemadesnacks like pakoras or sandwiches. So there were no specific buy and make snack!Moreover both competitors had certain drawbacks in comparison. Snacks like samosas areusually bought out, and outside food is generally considered unhygienic and unhealthy. Theother competitor, ‘homemade’ snacks overcame both these problems but had thedisadvantage of extended preparation time at home. Maggi was positioned as the onlyhygienic home made snack! Despite this, Nestlé faced difficulties with their sales after theinitial phase. The reason being, the positioning of the product with the wrong target group.Nestle had positioned Maggi as a convenience food product aimed at the target group ofworking women who hardly found any time for cooking. Unfortunately this could not hold theproduct for very long. In the course of many market researches and surveys, the firm foundthat children were the biggest consumers of Maggi noodles. Quickly they repositioned ittowards the kids segment with various tools of sales promotion like colour pencils, sketchpens, fun books, Maggi clubs which worked wonders for the brand.Why the specific Brand positioning?Maggi was positioned as ‘2-minute noodles’ with a punch line that said ‘Fast to cook! Good toeat!’ And this gave the implied understanding to the consumer that it was a ‘between meals’snack. The company could have easily positioned the product as a meal, either lunch ordinner. But, it chose not to do so, because the Indian consumer mindset did not acceptanything other than rice or roti as a meal. Hence trying to substitute it with noodles would 5
  6. 6. TITLE: Maggi’s Brand Extension and Repositioning Subject: Product And Brand Managementhave been futile. The firm did not position it as a ‘ready-to-eat’ meal either, as the housewifeprefers to ‘make’ a meal for her kids rather than buy it for them. And if she can make it in twominutes with very little effort, then obviously it’s a hit with her! What’s more, if kids also lovethe taste, the product is as good as sold! So the ‘2-minute’ funda coupled with the ‘yummytaste worked!BRAND STORYLaunched in 5 flavors initially – Masala, chicken, Capsicum, sweet & sour, and Lasagna –Maggi had to fight hard to be accepted by Indian consumers with their hard-to-change eatinghabits. The packaged food market was very small at this time, Nestle had to promote noodlesas a concept, before it could promote Maggi as a brand. It therefore devised a two-prongedstrategy to attract mothers on the ‘convenience’ plank and lure kids on the ‘fun’ plank.Gradually, the market for instant noodles began to grow. The company also decided to focuson promotions to increase the brand awreness. In the initial years, Nestle promotionalactivities for Maggi included schemes offering gifts( such as toys and utensils) in return forempty noodles pack.According to analysits the focus on promotion turned out to be the single largest factorresponisible for Maggi’s rapid acceptance. Nestle’s Managers utilized promotions asmeasured to meet their sales target. Gradually, sales promotion became a crutch for Magginoodles sales. Later many of the Maggi’s extensions also made considerable use ofpromotional schemes. The focus of all Maggi’s extensions was more on below the lineactivities rather than direct communication. In addition to promotional activities, Maggiassociated itself with main stream television programme and advertised heavily on kidsprogramme and channels. After its advertisements with taglines like “mummi bhookh lagi hai,bas do minute” and fast to cook good to eat Maggi’s popularity became highly attributed to its“extremely high appeal to children”. As a result, Maggi’s annual growth reportedly touched15% during its initial years.Maggi’s Brand Extension:In 1998, Nestle launched Maggi’s first brand extension, Maggi soup. At this stage, There wasno organized packaged soup market in India. Nestle planned to create a market for packagedsoup as it felt the category had a lot of potential. However, according to analyst, the companyhad introduced soups only to cash in on the Maggi’s brand name, and was never veryserious about the segment.In 1993, “Sweet Maggi”, the first variant of Maggi noddles was launched. The companysupported the launch with a huge advertisement outlay that amounted to 75% of the totalyearly expenditure on the Maggi brand. However, the product failed to generate the desiredsales volume and Nestle was forced to withdraw it. At the end of the year, Maggi noodleswas generating sales volume of around 5000 tonns and remained a loss making propositionfor Nestle. 6
  7. 7. TITLE: Maggi’s Brand Extension and Repositioning Subject: Product And Brand ManagementTo boost sales, Nestle decided to reduce the price of Maggi noodles. This was madepossible by using thinner and cheapeer packaging material, the company also introduced“money saver multi packes” in the form of 2-in-1 pack and 4-in-1 packs. As a result volumeincreases phenomenally to 9700 tonnes in 1994 and further to 13000 tonnes in 1995.Maggi’s euphoroia was, however, short lived, as sales stagnated in 1995 at the previousyears level. With soup business being threatned by a new entrant “Knorr soups” launched in1995, offering 10 flavors against Maggi’s 4 the company started rethinking its strategiestowards the soup market.In order to stretch Maggi’s brand to include Indian ethenic foods the company tied up with aPune based chordia foods to launch pickles under the year 1995. The company also tied upwith Indian foods fermentation (IFF), a Chennai based food company to market popular southIndian food preparation such as sambher, dosa, vada and spices in consumer packs in Dec1995. The company reportedly saw a lot of untabbed potential in the market for ready to usesouth Indian market.In 1996, products from these two ventures received lukewarm response from the market;sales were rather poor in the regions in which they were aunched. Analysts attributed thefailure of these Maggi extensions to the fact that Nestlé seemed to be particularly bad atdealing with traditional Indian product categories. Maggi noodles performed badly in 1996.Despite slow sales in the previous two years, Nestlé had set a sales target of 25,000 tonnesfor the year. However, Maggi couldn’t cross even 14,000 tonnes. Adding to the companywoes was the failure of Maggi Tonite’s Special, a range of cooking sauces aimed at providing‘restaurant-like-taste’ to food cooked at home. The range included offerings such as ButterChicken gravy and tomato sauce for pizzas.Understanding these failures, and buoyed by the fact that the Maggi brand finally broke evenin 1997, Nestlé continued to explore new options for leveraging on the brand equity of Magginoodles. The company realized that the kids who had grown up on Maggi noodles hadbecome teenagers by the late 1990s. As they associated the product with their childhood,they seemed to be moving away from it. To lure back these customers and to explore newproduct avenues, Nestlé launched ‘Maggi Macaroni’ in July 1997. According to analysts,Maggi Macaroni was launched partly to deal with the growing popularity of competingnoodles brand Top Ramen. Maggi Macaroni was made available in three flavors, Tomato,Chicken, and Masala. The company expected to repeat the success of Maggi noodles withMaggi Macaroni. As with most of its product launches, Maggi Macaroni’s launch was backedby a multi-media advertisement campaign including radio, television, outdoors and printmedia with the tagline, ‘Tum Roz Baby.The product’s pricing, however, proved to be a major hurdle. A 75-gm Maggi Macaroni packwas priced at Rs 11, while a 100-gm noodles pack was available at Rs 9. According toanalysts, Nestlé failed to justify this price-value anomaly to customers, who failed to see anynoted value addition in Maggi Macaroni (packaging and flavor variants were similar to thoseof Maggi noodles). In addition, customers failed to see any significant difference betweenMaggi Macaroni and the much cheaper macaroni that was sold by the unorganized sectorplayers. The biggest problem however was the taste of the new product. Since macaroni isthicker than noodles, Maggi Macaroni did not absorb the tastemaker well and consequently 7
  8. 8. TITLE: Maggi’s Brand Extension and Repositioning Subject: Product And Brand Managementdid not taste very good. The interest generated by the novelty of the product soon died outand sales began tapering off. Eventually, Nestlé had to withdraw Maggi Macaroni completelyfrom the market.Nestlé had not even recovered from Macaroni’s dismal performance, when it learnt to itshorror that Knorr had dethroned Maggi as the leader in the soup segment (end of 1997). Theonly saving grace for Maggi seemed to its ketchups and sauces, which were turning out tothe ‘rare’ successful extensions of Maggi. These products were supported by a popularadvertisement campaign for the Maggi Hot & Sweet sauce brand. These humorousadvertisements, featuring actors Pankaj Kapoor and Javed Jafri, used the tagline, ‘It’sdifferent.’ However, during mid-1997, HLL began promoting its Kissan range of saucesaggressively and launched various innovative variants in the category. Nestlé responded with a higher thrust on advertising and different size packs at differentprice points. Though Kissan gained market share over the next few years, Maggi was able tohold on to its own market share. Meanwhile the operational costs of Maggi noodles hadincreased considerably, forcing the company to increase the retail price. By early 1997, theprice of a single pack had reached Rs 10. Volumes were still languishing between13,000-14,000 tonnes.Pricing and Product Development:It was at this point in time that Nestlé decided to change the formulation of Maggi noodles.The purpose was not only to infuse ‘fresh life’ into the brand, but also to save money throughthis new formulation. The company used new noodle-processing technology, so that it couldair-dry instead of oil-fry the noodles. The tastemaker’s manufacturing process was alsoaltered. As a result of the above initiatives, costs reportedly came down by 12-14%. To cookthe new product, consumers had to add two cups of water instead of one-and-a-half cups.The taste of the noodles was significantly different from what it used to be. The customerbacklash that followed the launch of the new noodles took Nestlé by surprise. With volumesdeclining and customer complaints increasing, the company began to work on plans torelaunch ‘old Maggi’ to win back customers. In addition, in 1998, Nestlé began working out astrategy to regain Maggi’s position in the soup segment. To counter the Knorr threat, thecompany relaunched Maggi soups under the ‘Maggi Rich’ brand in May 1998. The soupswere not only thicker in consistency than those produced earlier, the pricing was also keptcompetitive and the packaging was made much more attractive. However, Knorr took Nestléby surprise by launching one-serving soup sachets priced as low as Rs 4. HLL too launchedtwo-serving sachets of Kissan soup priced at Rs 7. As Maggi did not have any offerings inthis price-range, it lost a huge portion of its market share to Knorr.The relaunch prompted market observers to compare Nestlé’s move with US soft drinksmajor Coca-Cola’s ‘New Coke’ fiasco. However, the company disagreed, “It’s a hard-5 nosedstrategy, that mixes nostalgia with the consumer’s voiced preference for the product it hasbeen bred and rought up on. The reintroduction is Nestlé’s acknowledgement of the loyalty ofthe Indian mother and the child to the original product.” By May 1999, Nestlé’s decision tobring back the ‘old Maggi’ seemed to have paid off. Two months after the relaunch, themonthly average sales of Maggi noodles n the northern region rose 50% in comparison to the 8
  9. 9. TITLE: Maggi’s Brand Extension and Repositioning Subject: Product And Brand Managementprevious year. In July 1999, ‘Maggi’ the brand, was promoted as the biggest brand in Nestlé’sportfolio of brands in India, overtaking brands such as Nestum and Cerelac. Nestlé believedthat Maggi had immense potential as it was a very ‘flexible’ brand under which regionalvariants could be introduced to meet various market needs. Company sources claimed thatwith reasonable price points and innovative products, Maggi could emerge as a top brandand a major growth driver for the company. To further support the brand, Nestlé carried outvarious promotional activities as well. These included the August 1999 ‘Fun-Dooz’ campaignand Jungle Jackpot campaigns. 6 As a result of the above initiatives, Nestlé claimed to havecornered an 81% market share of the 20,000 tonnes noodles market by the end of 1999.Nestlé sources claimed that Maggi noodles outsold the competition four times over and thatmore than four Maggi noodle cakes were consumed every second in the country.PRODUCT VARIENTS 9
  10. 10. TITLE: Maggi’s Brand Extension and Repositioning Subject: Product And Brand ManagementThe product mix of Maggi is divided into various categories defined below. The company haslaunched various products under each category as mentioned below.1. Noodles • Maggi 2-Minute Noodle ( Masala , Chicken, Curry and Tomato) • Maggi Dal Atta Noodles ( Sambhar taste) • Vegetable Atta Maggi Noodles • Maggi Rice Noodles (Lemon Masala, Chilly Chow and Shahi Pulao) • Maggi Cuppa mania (Masala yo, Chilli chow yo)2. Sauces • Teekha masala • Tomoto chatpat • Imli khata mitha • Tomato ketchup • Hot and sweet • Tomato pudina • Ginger, Garlic & Coriander • Maggi Oriental Chilli Garlic • Ginger, Garlic & Coriander3. Maggi Pichko4. Soups Healthy • Chef Style - Cream Mushroom - Sweet Sour Tomato Noodles - Tangy Tomato Vegetables • Home Style - Creamy Chicken - Mixed Vegetable - Rich Tomato • Chinese Style - Chinese Hot Sour Chicken - Chinese Sweet Corn Chicken - Chinese Sweet Corn Vegetables - Chinese Hot & Sour Vegetables5.Maggi soup sanjivni 10
  11. 11. TITLE: Maggi’s Brand Extension and Repositioning Subject: Product And Brand Management • Amla • Badam • Spinach • Dal • Tomato6. Maggi bhuna masala • Bhuna masala for gravy dishes • Bhuna masala for vegetable dal7.Maggi magic cubes • Chicken • Vegetarian masalaMARKET SHARE Maggis Market Share in Ketchup Maggis Market Share in Noodles Category Category 20% 45% Maggi Maggi 55% Others Others 80%RESEARCH METHODOLOGYOBJECTIVES  To understand the influence of Maggi as a brand on consumers mind set.  Sources of Brand equity of Maggi like Brand awareness, Brand image, Brand association, Brand recall  To understand the Brand performance of Maggi products. 11
  12. 12. TITLE: Maggi’s Brand Extension and Repositioning Subject: Product And Brand Management  To understand Brand Imagery, Brand Quality perceived by customers, Brand credibility, consideration, superiority and feelings.  Brand Extension of Maggi in terms of product diversity.  Analyse the repositioning of Maggi brand as a “Healthy product” and the consumers perseverance towards the same. RESEARCH PLAN Research Design:The research will be carried out in the form of a survey which will be done in areas near toDelhi (NCR region). The population has been segmented on the basis of salary Group andAge Group. Sample Design:The target population for our study is households. The sample will be selected by a simplerandom sampling method . Sample Size:The sampling unit is 150 which are divided as follows: Number of 150 respondents Age-group 10 – 45 Monthly Household 25000 - 75000 INR Income Delhi, Survey Locations Faridabad,Gurgoan,Noida,Greater Noida 25K - 40K - 60K - Salary Group No income 40K 60K 75K Number of Respondents 30 50 70 Age Group 10 - 25 25 - 35 35 – 45 Number of Respondents 50 50 50 12
  13. 13. TITLE: Maggi’s Brand Extension and Repositioning Subject: Product And Brand Management DATA COLLECTION PLAN Data Gathering:This study involves data collection (primary research) from different households in fourdifferent areas Delhi, Faridabad, Gurgoan, and Noida. Literature ReviewThe research conducted as a part of our study would include Primary as well as Secondaryresearch. Primary research would include a survey that would be conducted in selectedlocalities of Delhi and nearby areas where the responses of consumers would be recordedthrough a designed questionair.Secondary research would include various aspects of Brandmanagement through Internet , Journals, company reports , expert views etc.METHOLODOGYThe research will be carried out in the form of a survey. This will include primary research inaddition to secondary research as stated below. The survey research method will bedescriptive research design. Each respondent will be interviewed through a Questionnaire.The sample will be selected by a simple random sampling method.The survey will address the following information area:Information Areas:The objective as spelt out can be elaborated into specific information areas to be studied.  How do customers perceive Maggi as a stable brand, their perception of noodles and how do they associate themselves with Maggi?  Are the consumers aware of Maggi Brand or they associate noodles with some other brand?  Do they consider noodle as a healthy product or they are aware of the company’s strategy of repositioning it to a healthy product by the launch of some of the new products?  Which product from the entire basket of Maggi products do the consumers consider as the best selling product for Maggi and to which the consumers frequently buy?  Are the consumers willing to accept Maggi brand extensions to some other products like chocolate, juices, chips etc? 13
  14. 14. TITLE: Maggi’s Brand Extension and Repositioning Subject: Product And Brand ManagementSURVEY RESULTS:1. Brand Associations:Sources of Brand equity like brand association of Maggi as a Brand was found highest withthe age group of 10-25 and the product category associated with it was the noodles category( see exhibit 1). Consumers in the age segment of 10-25 could easily relate Maggi tonoodles.In the income wise category the brand association was highest with the income group of25k-40k were more than 40 respondents associated Maggi with noodles ( see exhibit 2). Theimplications from the findings discussed above seem that Maggi has good brand associationin terms of noodles. Consumers presume Maggi as Noodles and the company’s philosophyof projecting the brand as noodles brand seem to be viable in this regard. Brand Association(Agewise) 40 35 30 25 10yr - 25yr 20 15 25yr - 35yr 10 35yr - 45yr 5 0 Noodles Fast Food Snacks None of These Exhibit 1 Brand Association(Incomewise) 50 40 Noodles 30 Fast Food 20 Snaks 10 None of These 0 No Income 25K - 40K 40K - 60K 60K - 75K 14
  15. 15. TITLE: Maggi’s Brand Extension and Repositioning Subject: Product And Brand Management Exhibit 22. Brand Recall:From the Exhibit 3 & 4 given below it seems a clear trend that Maggi has a good brand recallas compared to its competitors like Top Ramen, Surya noodles etc. Consumers could easilyassociate Maggi with noodles. In the Age wise category, the respondents of the age group of25-45 were highly cautious of Maggi brand and seemed to be consuming Maggi more ascompared to other age segments. Brand Recall(Agewise) 50 40 30 10yr - 25yr 20 25yr - 35yr 10 35yr - 45yr 0 Maggi Top Ramen Surya Anil Noodles Noodles Exhibit 3In the gender wise category the company’s strategy of positioning of Maggi brand for workingwomen seems to be adaptive and gaining shape as women respondents had a brand recallmore than male. Brand Recall(Genderwise) 25 20 15 Brand Recall(Incomwise) 10 Maggi 50 5 Top Ramen 40 0 Surya Noodles Maggi 30 Anil Noodles M M M M e e e e a a a a Top Ramen l l l l m m m m e e e e a a a a F F F F l l l l 20 Surya Noodles 10 No Income 25K - 40K 40K - 60K 60K Anil Noodles - 75K 0 15 No Income 25K - 40K 40K - 60K 60K - 75K
  16. 16. TITLE: Maggi’s Brand Extension and Repositioning Subject: Product And Brand Management Exhibit 33. Brand Awareness:From the responses of the respondents in the conducted survey it was evident than Maggi’sBrand awareness was very high in terms of noodles were around 65 %of the respondentsassociated maggi as noodles and only 20 % of the respondents knew ,Maggi as a Ketchup,9% as soup etc. Masala Brand Awareness 6% Soup 9% Ketchup 20% Noodles 65%The trend indicated that Maggi’s brand extension strategy to increase its basket has not beenquite successful in other food segments .This might be because of the larger share of marketcaptured by the competitors hence Maggi has a high potential in markets like ketchup, soupsetc. Brand Awareness(Agewise) 40 35 30 25 10yr - 25yr 20 25yr - 35yr 15 10 35yr - 45yr 5 0 Ketchup Noodles Soup Masala 16
  17. 17. TITLE: Maggi’s Brand Extension and Repositioning Subject: Product And Brand Management4. Repositioning Maggi as a healthy product:The company’s strategy to reposition Maggi as a “Healthy product” was not found conduciveas per the survey results. The survey showed that consumers did not perceived Maggi as ahealthy product with 53% of them consumed Maggi’s traditional products as compared to therest who consumed other variants of Maggi’s brand that were positioned as “Healthyproducts”. Maggi rice Repositioning Awareness noodles mania Others 7% 3% Maggi dal atta noodles 14% Maggi masala Maggi (Regular) vegetable atta 53% noodles 23%From the pie chart given below it can be clearly seen that Maggi is still perceived as a nonhealthy products by the consumers and in spite of the efforts to position Maggi as a healthyproduct by the company the brand is still perceived as a “ready to eat” food brand that has ahigh market share in the noodle category in India. Perception of Maggi Noodles As a Healthy Product 40% As a non Healthy Product 60% 17
  18. 18. TITLE: Maggi’s Brand Extension and Repositioning Subject: Product And Brand Management Tasty/Fun Perception of Maggi Product Eating Good for 10% Health 15% Junk Food 23% Ready to Eat 52%SWOT ANALYSIS OF MAGGI BRANDThe SWOT analysis of Maggi brand clearly indicates the strengths of Maggi as a Brand inIndian market. The Brand was found to be a leader in its category of Noodles, with strongcustomer loyalty. Intensive distribution of Maggi as a Brand was seen in urban areas of thecountry. The major threats of the brand as shown in the figure below indicates that Maggi hasmade several attempts to revamp itself as a ‘Healthy Product” but till date its perseverancetowards the tag line is low by the consumers. The brand is in the growth stage of product lifecycle with a strong inclination towards the maturity stage. 18
  19. 19. TITLE: Maggi’s Brand Extension and Repositioning Subject: Product And Brand Management STRENGTH WEAKNESS Market leader in their segment Product are dependent on each Strong brand loyal consumer base other Wide range of distribution channel Not so much presence in rural Product according to the need of market Indian consumer Innovative Product SWOT ANALYSIS OPPORTUNITY THREAT Increasing number of working youth Price war with competitors. Product has been acceptable in youth Strong presence of regional category competitors Shift to rural market Consumers don’t perceive it as Changing preference of consumer a “Healthy Product” towards Chinese food and fast food. Can foray into other food markets with its strong Brand nameSTPD ANALYSIS OF MAGGI BRANDSegmentation: Market Segmentation divides the heterogenous market into homogenousgroups of customers who share a similar set of needs/wants and could be satisfied byspecific products. Maggi Brand have segmented the market on the basis of lifestyle andhabits of URBAN FAMILIES.Target: Market Targeting refers to evaluating and deciding from amongst the variousalternatives, which segment can be satisfied best by the company. The Maggi Brand havemainly targeted the Kids, Youth, Office Goers & Working Woman which falls into the category 19
  20. 20. TITLE: Maggi’s Brand Extension and Repositioning Subject: Product And Brand Managementof “convenience-savvy time misers” who would like to get something instant and be over withit quickly.Positioning: Market Positioning is the act of designing the company’s offerings and image tooccupy a distinctive place in the minds of the target market. The goal of positioning is tolocate the brand in the minds of consumers to maximise the potential benefit to the firm.Maggi has positioned itself in the SNACKS category and not in the meal category sinceIndians do not consider noodles as a proper food item. Therefore Maggi have developed itsbrand image of instant food products with positioning statements such as “2 minutes noodles”and “Easy to cook, good to eat”. Differentiations: Points-of-difference (PODs) are attributes or benefits consumers stronglyassociate with a brand, positively evaluate and believe they could not find to the same extentwith a competitive brand. The Maggi Brand have also differentiated its brand image from itscompetitors in terms of taste, flavours and packaging. Maggi have launched wide varieties ofproducts in different flavours which can attract larger set of customers. Maggi products arealso available in different sizes catering to different customer needs.CUSTOMER BASED BRAND EQUITY PYRAMID (CBBE)Maggi’s customer based brand equity pyramid seems to be equally strong on left hand sideand right hand side, it is also strong from bottom to top enjoying the highest brand awarenessof any fast food noodle brand in India as well as repeat purchase rate and high customerloyality. 20
  21. 21. TITLE: Maggi’s Brand Extension and Repositioning Subject: Product And Brand Management zzzBRAND PRISM OF MAGGI 21
  22. 22. TITLE: Maggi’s Brand Extension and Repositioning Subject: Product And Brand Management BRAND PRISM OF MAGGICONCLUSION 22
  23. 23. TITLE: Maggi’s Brand Extension and Repositioning Subject: Product And Brand ManagementThe food processing business in India is at a nascent stage. Currently, only about 10% of theoutput is processed and consumed in packaged form thus highlighting huge potential forexpansion and growth. Traditionally, Indians believe in consuming fresh stuff rather thenpackaged or frozen, but the trend is changing and the new fast food generation is slowlychanging.Riding on the success of noodles, Nestle India, tried to make extensions of the Maggi brandto a number of products like, sauces, ketchups, pickles, soups, tastemakers and macaroni inthe mid-1990s. Unfortunately, the macaroni and pickles didn’t pick up as expected. Thesoups and sauces did somewhat fine, gathering considerable sales volumes and have asatisfactory presence even today. ‘Maggi Noodles’ itself faced a bit of difficulty with respect to‘taste’, and nearly lost its position in the minds of Indian consumers in the late 1990s. WhenNestle changed the formulation of its tastemaker, the ominous packet that came along withMaggi Noodles, a major chunk of consumers were put-off and sales started dropping. Also,Maggi’s competitor ‘TopRamen’ took advantage of the situation and started a parallelaggressive campaign to eat into Maggi’s market share. But the company quickly realised thisand went back into making the original formula coupled with a free sampling campaign. Thishelped Maggi to win back its lost consumers and pushed up its sales volumes again!Maggi Today The year 2008 saw India leading in world wide Maggi sales. The brand hasgrown to an estimated value of Rs 160-170 crore and contributes at least 8–9% to NestleIndia’s top line. All the same, some FMCG analysts feel that the brand has not done much toexpand the noodles category. Even after 25 years of its launch, the size of the instantnoodles market is yet quite small at Rs 300 crore. But yes, the parent company, Nestle IndiaLimited has certainly encouraged the brand to enter into other culinary products.RECOMMENDATIONAfter the conducted study following recommendations could be sited for Maggi Brand. - To gain maximum leverage in terms of profit the company should pay emphasis on segments with age groups 25-35 and above .Advertising is the key to success. Targeting these segments will not only enhance the company’s profit margins but also it will leverage the brand image of Maggi. - The company should advertise its products by depicting attributes related to Health like Nutrition values, % of Vitamins, Proteins etc.This would help in customers perceiving the product as Healthy. - Foray into other food products like chips, chocolates etc under its sole brand name would not only help in Brand extension but will also enhance Maggi’s market share.FUTURE PLANS 23
  24. 24. TITLE: Maggi’s Brand Extension and Repositioning Subject: Product And Brand Management - Nestlé India’s objective is to manufacture and market the company’s products in such a way so as to create value that can be sustained over the long term for consumers, shareholders, employees and business partners. - Maggi’s aims to create value for consumers that can be sustained over the long term by offering a wide variety of high quality, safe food products at affordable prices. - The company continuously focuses its efforts to better understand the changing lifestyles of modern India and anticipate consumer needs in order to provide convenience, taste, nutrition and wellness through its product offerings.LIMITATIONS:The present study is confined to a minimal sample size and may not reflect the opinion orresponse of the entire population in general. The results of our study are entirely confined tothe responses of the Delhi consumers and might deviate in terms of actual population as awhole.Recomendations given after the study are entirely dependent on the survey and thesecondary analysis done in the report.APPENDEX 1 QUESTIONAIREWhen you fill in this questionnaire please use a pen and mark (√) on the best response. 24
  25. 25. TITLE: Maggi’s Brand Extension and Repositioning Subject: Product And Brand ManagementQ-1 what product would you associate with the tag line mentioned below? • Its different. ………………………………………………………………….. • Don’t be a noodle, be a snoodle………………………………………………. • 2 minute noodles/ Bas 2 minute………………………………………………. • Jitna tasty, utna healthy……………………………………………………….. • Mummy bhook lagi …………………………………………………………… • Try it with a twist …………………………………………………………….. • Hearty soups warm you from inside ………………………………………….. • Fast to cook, Good to eat ………………………………………………………Q-2 What comes first in your mind when you hear the word Maggi ? • Noodles • Fast food • Snacks • None of theseQ-3 what is the brand that comes to your mind when we say the word noodles? • Maggi • Top Ramen • Surya Noodles • Anil NoodlesQ-4 Rank the following Maggi products w.r.t. frequency of purchase with 1 being the highestrank RANK • Noodles _________ • Ketchup _________ • Soup _________ • Pickles _________ • Cubes _________Q-4 With what products would you associate the brand Maggi? • Ketchup • Noodles • Soup • MasalaQ-5 On a scale of 1 to 5 rate Maggi on the following parameters • Taste ____________ • Variety/Flavours ____________ • Hygiene/Purity ____________ • Availability ____________ • Packaging (SKUs) ____________ 25
  26. 26. TITLE: Maggi’s Brand Extension and Repositioning Subject: Product And Brand ManagementQ6 Rank the categories which Maggi should look in future in order of your importance : • Chocolates _____________ • Salted Potato Chips _____________ • Fruit Juices _____________ • Processed foods(Ready to use pastes, masalas) ____________ • Others ( Please mention) _____________Q-7 how do you rate Maggi brand in terms of following parameters: • Expertise (Competent, Innovative, Market leader) • Trustworthiness (Dependable and keep customers interest in mind) • Liability ( Fun ,interesting) • None of theseQ-8 How do you perceive Maggi products? • Good for health. • Ready to eat. • Junk food • Tasty / Fun eatingQ-9 Which Maggi products in noodles category do you regularly buy? (Repositioningawareness) • Maggi masala • Maggi vegetable atta noodles • Maggi dal atta noodles • Maggi rice noodles mania • OthersQ-10 Do you perceive Maggi noodles as a healthy product? • Yes • NoQ-11 If No then your suggestions for improvement as a healthy product?_________________________________________________ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _Profile Sheet 26
  27. 27. TITLE: Maggi’s Brand Extension and Repositioning Subject: Product And Brand Management • Age : • Sex : • Profession : • Monthly Income : • Marital Status : Thank you for your answers. It has been a pleasure interacting with you. 27

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